About me
2
EDUCATION
Indonesia Education University (www.upi.ac.id)
2011 expected
Doctoral Candidate, Majoring on Educatio...
HUMAN CAPITAL & ROLE OF HRM
Djadja.Sardjana, S.T., M.M.
Djadja@comlabs.itb.ac.id
www.facebook.com/djadja,
www.slideshare.n...
Economic
growth
Human
capital
Education:
Knowledge
& Skills
Human
resource
BASIC CONCEPT NEW
CHALLENGES
NEW
IMPERATIVES
LE...
Humancapital
concept
Human capital is the knowledge,
skills, abilities, and experience
unique to an individual employee.
2...
Human capital consists of:
Motor skills
Information gathering skills
Information-processing skills
Communication skill...
A NEW IMPERATIVE FOR HRM
• BUILD STRATEGIC
CAPABILITY
• EXPAND ITS BOUNDARIES
• MANAGE NEW ROLES
21-Aug-14 7
Human Capital...
BUILD STRATEGIC CAPABILITY
Strategic capability is the capacity to create value based
on the intangible assets of the firm...
• HONESTY
• TRUST
• TRANSPARANCY
• LOYALITY & INTEGRITY
• COMMITMENT
• CONTINUOUS IMPROVEMENT
SPIRIT
21-Aug-14 9
Human Cap...
EXPAND BOUNDARIES
 Traditional operational focus within the
context of a single organization.
 HRM is thought of as an i...
New roles for human
resource management
Human
capital
steward
Knowledge
facilitator
Relationship
builder
Rapid
deployment
...
INVESTASI
FLEKSIBILITAS
PRODUKTIVITAS
OPTIMUM
HUMAN
CAPITAL
STEWARD
Bagaimana pembelajaran membantu
semua potensi manusia ...
Knowledge facilitator
21-Aug-14 13
Human Capital, e-Learning & Knowledge
Management
Current knowledge
Future knowledge
1. ...
Relationship builder
21-Aug-14 14
Human Capital, e-Learning & Knowledge
Management
HRM focused on:
 having the right peop...
Rapid deployment specialist
21-Aug-14 15
Human Capital, e-Learning & Knowledge
Management
Obtaining the right human talent...
Professionals
Human
Resource
Management
developing
Competencies
Committment
EMPLOYEES
THE STUFF INSIDE
EMPLOYEE’S HEADS
GE...
Future/strategic focus
Day to day operational focus
process people
Management
of strategic
human
resources
Management of
t...
K-1
TINGGI
KEMAMPUAN,
RENDAH MOTIVASI
(counseling,
motivating)
K-2
TINGGI
KEMAMPUAN,
TINGGI MOTIVASI
(promoting,
empowerin...
Belajar dari pengalaman FedEx (perusahaan
transportasi) yang menetapkan fondasi bisnis
pada: manusia, pelayanan, dan laba....
Corporate Knowledge Management
& e-Learning
Djadja.Sardjana, S.T., M.M.
Djadja@comlabs.itb.ac.id
www.facebook.com/djadja,
...
Learning Organization
 “Organization where people continually expand their
capacity to create the result they trully desi...
Learning Organization
• Strategies and initiatives for improving organizational
effectiveness through emphases on developi...
LEARNING ORGANISATION
21-Aug-14
Human Capital, e-Learning & Knowledge
Management
23
KMS &
e-Learning
Link to Corporate
Str...
Structure of Learning organization
Classical Organization Learning Organization
Institutions Routinized; static; maintain
...
Five Disciplines
Senge’s (1990) describe five disciplines that enable a
company to become a learning organization
Mental
m...
Why a Learning Organization
Resource based
perspective: Better
respond the
environment by
dynamic changes.
Keeping up-to-d...
Knowledge Management (KM)
Data: Factual information (measurements or statistics)
Information: Meaningful form of data
Know...
Knowledge Transformation Process
To
Tacit Knowledge Explicit Knowledge
From
Tacit
Knowledge
Socialization
(Sympathized
Kno...
Organization
Target
Value Proposition Approach Technology Results
Chevron Reduce operating
costs
Communities of
Practice (...
KM & e-Learning Should be Linked to
Corporate Strategies
21-Aug-14
Human Capital, e-Learning & Knowledge
Management
32
Ope...
ALL three elements should be tied up
for all Corporate strategies….
21-Aug-14
Human Capital, e-Learning & Knowledge
Manage...
Roll-Down
The Objectives
21-Aug-14 34
Human Capital, e-Learning & Knowledge
Management
Top
Management
Middle
Management
Su...
Management System
As A Tool
Management System is required to integrate all processes within the
organisation in using thei...
Collecting – Sharing
knowledge & learning
21-Aug-14 36
Human Capital, e-Learning & Knowledge
Management
Sorting
mechanism
...
Formally
incorporated into
routine operations
Knowledge sharing driven
by personal motivation and
beliefs
Users recognize ...
KM & e-Learning
Deployment Strategy
21-Aug-14
Human Capital, e-Learning & Knowledge
Management
38
personal
involvement
sit...
IT Dept
Targeted
Division
Company
Mktg Operation etc.
HR Finance
Implementation Scheme
 Intensive targetQCC
Dept #2 Dept ...
Kendala Penerapan
KM & e-Learning
53%
20%
15%
9%
3%
0%
10%
20%
30%
40%
50%
60%
Culture Immaturity of
technology
Immaturity...
Blend All Processes
to Management Cycle
21-Aug-14 41
Human Capital, e-Learning & Knowledge
Management
Plan
Check Do
Action...
Why?
• To expedite the implementation of company
vision and strategy with precision.
21-Aug-14 42
Human Capital, e-Learnin...
eLearning
“The use of technologies to
create, distribute and deliver
valuable data, information,
learning and knowledge to...
eLearning Plays Role
Acclimate to new job roles
Work with a new product
Adapt to a new corporate
culture
Work on a new pro...
Growth in eLearning
2000 2002 2005 2006
$2.3
billion
$6.6
billion
$18
billion
$23.7
billion
(Gaither, 2004;IDC, 2001)
21-A...
eLearning Growth Drivers
Demand-Side
Drivers
• Greater Internet usage
and ecommerce
• Demand and Needs for
continuous educ...
Comparison eLearning and traditional
classroom
Traditional
Classroom
eLearning
Classroom Pysical, time and
location depend...
Shift from Instructor-Led Training to eLearning
(IDC, 2001)
21-Aug-14 48
Human Capital, e-Learning & Knowledge
Management
Conditions for success
Internal
Marketing
• Employees
respond better
to e-learning
when it is
promoted well
in advance,
an...
Case: IBM Basic Blue
Challenge:
Train managers
scattered around the
world
(IBM has more than
30,000 managers in
more than ...
IBM Basic Blue for Managers
Survey:
• Preference for
classroom based
learning over online
learning
Interview:
• Online: Co...
Case: IBM Basic Blue
• Relative advantage
• Compatibility
• Complexity
• Trialability
• Observability (Rogers,
1995)
Condi...
Case: IBM Basic Blue
Advantage:
• Concise and practical
content
• Easy and Instant access
• Allow more higher
order classr...
Case: IBM Basic Blue
Simplicity
• Formative
evaluation on
usability and
navigations
• No plug-ins
• Modular content
chunki...
Case: IBM Basic Blue
Observability
Initial focus on
everyday practical
skills
Reflection on learner
their own learning
(in...
Case: IBM Basic Blue
Strategies used:
Community
of practice
(workshops)
Online
communicati
on &
collaboration
Simple web
d...
Case: IBM Basic Blue
Results:
• More than 4,000 managers have completed the training
• Basic Blue won a 2000 American Soci...
Discussions &
Enhancements
Djadja.Sardjana, S.T., M.M.
Djadja@bapinger.web.id
www.slideshare.net/djadja
21-Aug-14 58
Human...
Thank you very much
for your attention
Djadja.Sardjana, S.T., M.M.
Djadja@bapinger.web.id
www.slideshare.net/djadja
21-Aug...
Konsep, Model dan Pengembangan Knowledge Management & e-Learning di Perusahaan
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Konsep, Model dan Pengembangan Knowledge Management & e-Learning di Perusahaan

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Konsep, Model dan Pengembangan Knowledge Management & e-Learning di Perusahaan

  1. 1. Konsep, Model dan Pengembangan Knowledge Management dan E-Learning di Perusahaan Djadja.Sardjana, S.T., M.M. Djadja@comlabs.itb.ac.id www.facebook.com/djadja, www.slideshare.net/djadja Enabling the Knowledge Powered Enterprise-2m40 21-Aug-14 1 Human Capital, e-Learning & Knowledge Management
  2. 2. About me 2 EDUCATION Indonesia Education University (www.upi.ac.id) 2011 expected Doctoral Candidate, Majoring on Education Management with concentration on Knowledge Management & e-Learning Telkom Management Institute (www.imtelkom.ac.id) MBA on Telecommunication Business (Biztel), Cum Laude Graduate with Theses “Role of Grameen Stakeholder at Bangladesh on Strategic Management” National Technology Institute (www.itenas.ac.id) May 30, 1990 Bachelor on Telecommunication Engineering, with Theses “Simulation of Automatic Direction Finder on Airplane” EXPERIENCE Council Member | Gerson Lehrman Group May 2009 - Now DIVISION HEAD | SAMPOERNA TELEKOMUNIKASI INDONESIA May 2008 – April 2009 SENIOR MANAGER | MOTOROLA, INC. November 2002 – April 2008 SENIOR MANAGER | MWEB, INC. June 2001 – October 2002 IT MANAGER | Ariawest International January 1997- May 2001 SUPERVISOR, CTS | AT&T/Lucent Technologies Indonesia JUNE 1994 – JANUARY 1997 Lecturer| Sekolah Tinggi Telekomunikasi Telkom (STTTelkom) February 1991 – May 199421-Aug-14 Human Capital, e-Learning & Knowledge Management
  3. 3. HUMAN CAPITAL & ROLE OF HRM Djadja.Sardjana, S.T., M.M. Djadja@comlabs.itb.ac.id www.facebook.com/djadja, www.slideshare.net/djadja 21-Aug-14 Human Capital, e-Learning & Knowledge Management 3 Never Stop Learning-3m45
  4. 4. Economic growth Human capital Education: Knowledge & Skills Human resource BASIC CONCEPT NEW CHALLENGES NEW IMPERATIVES LENGNICK - HALL: ”HRM IN THE KNOWLEDGE ECONOMY” 21-Aug-14 4 Human Capital, e-Learning & Knowledge Management
  5. 5. Humancapital concept Human capital is the knowledge, skills, abilities, and experience unique to an individual employee. 21-Aug-14 5 Human Capital, e-Learning & Knowledge Management f o r m s a unique resource that distinguishes it from other organizational resources and provides the basis for other forms of competitive advantage.
  6. 6. Human capital consists of: Motor skills Information gathering skills Information-processing skills Communication skills Social skills Experiences Knowledge Values, beliefs, and attitudes 21-Aug-14 6 Human Capital, e-Learning & Knowledge Management
  7. 7. A NEW IMPERATIVE FOR HRM • BUILD STRATEGIC CAPABILITY • EXPAND ITS BOUNDARIES • MANAGE NEW ROLES 21-Aug-14 7 Human Capital, e-Learning & Knowledge Management
  8. 8. BUILD STRATEGIC CAPABILITY Strategic capability is the capacity to create value based on the intangible assets of the firm. It will make the difference in which firms succeed and which fail. 21-Aug-14 8 Human Capital, e-Learning & Knowledge Management Human Capital is the know-how, skills, and capabilities of individuals in an organization. Technical skills, innovativeness, leadership competencies. Cellular structures, information systems, organizational cultural, dec making processes. Trust, consumer loyalty, co- production activities, and licensing agrrement. Structural Capital is organizational architecture and managerial processes that enable HC to create market value. Relationship Capital is the interpersonal connections across members of the firm and relationships with others to provide cooperation/collaboration.
  9. 9. • HONESTY • TRUST • TRANSPARANCY • LOYALITY & INTEGRITY • COMMITMENT • CONTINUOUS IMPROVEMENT SPIRIT 21-Aug-14 9 Human Capital, e-Learning & Knowledge Management  LEADING  MANAGING  IMPROVING  MOTIVATING  COUNSELING  COACHING  TRAINING  MENTORING LEARNING ORGANIZATION EMPOWERING HUMAN CAPITAL C E O E M P L O Y E E
  10. 10. EXPAND BOUNDARIES  Traditional operational focus within the context of a single organization.  HRM is thought of as an internal business function. 21-Aug-14 10 Human Capital, e-Learning & Knowledge Management  Expanding its boundaries beyond the firm to suppliers, distributors, and customers.  Play new roles to provide superior value for customers and powerfully leverage strategic resource.  Use their expertise to help their organization influence the behavior of customers, employees of supplier firms, and individuals in firms that regulate a firm’s activities. FROM: TO GET:  Competitive human resource in the knowledge economy.
  11. 11. New roles for human resource management Human capital steward Knowledge facilitator Relationship builder Rapid deployment specialist 21-Aug-14 11 Human Capital, e-Learning & Knowledge Management
  12. 12. INVESTASI FLEKSIBILITAS PRODUKTIVITAS OPTIMUM HUMAN CAPITAL STEWARD Bagaimana pembelajaran membantu semua potensi manusia agar bisa tumbuh total dan optimal (termasuk watak, nilai, karakternya). 21-Aug-14 12 Human Capital, e-Learning & Knowledge Management
  13. 13. Knowledge facilitator 21-Aug-14 13 Human Capital, e-Learning & Knowledge Management Current knowledge Future knowledge 1. Explicit 2. Tacit TECHNOLOGY INFORMATION SYSTEM DECISION MAKING COMMUNICATION ORGANIZATIONAL CULTURE HUMAN RESOURCE MANAGEMENT
  14. 14. Relationship builder 21-Aug-14 14 Human Capital, e-Learning & Knowledge Management HRM focused on:  having the right people  with the right relationships  in the right place  at the right time  doing the right things right. •Managing, •Hiring, •Training, •Evaluating, •Rewarding employee Social capital
  15. 15. Rapid deployment specialist 21-Aug-14 15 Human Capital, e-Learning & Knowledge Management Obtaining the right human talent and ensure that people are:  in the right place,  at the right time,  able to perform the work that is needed,  and able to achieve the desired outcomes to rapidly deploy and redeploy human capital when and where it is needed.
  16. 16. Professionals Human Resource Management developing Competencies Committment EMPLOYEES THE STUFF INSIDE EMPLOYEE’S HEADS GETTING THE BEST MINDS AND THINKERS ENGAGED achieving COMPETITIVE ADVANTAGES STRATEGIC VISION 21-Aug-14 16 Human Capital, e-Learning & Knowledge Management
  17. 17. Future/strategic focus Day to day operational focus process people Management of strategic human resources Management of transformation and change Management of firm infrastructure Management of employee contribution 21-Aug-14 17 Human Capital, e-Learning & Knowledge Management
  18. 18. K-1 TINGGI KEMAMPUAN, RENDAH MOTIVASI (counseling, motivating) K-2 TINGGI KEMAMPUAN, TINGGI MOTIVASI (promoting, empowering) K-4 RENDAH KEMAMPUAN, RENDAH MOTIVASI (counseling, couching, training) K-3 RENDAH KEMAMPUAN, TINGGI MOTIVASI (couching, training, mentoring) MOTIVASI KEMAMPUAN T R T K A R A K T E R M A N U S I A P E K E R J A 21-Aug-14 18 Human Capital, e-Learning & Knowledge Management
  19. 19. Belajar dari pengalaman FedEx (perusahaan transportasi) yang menetapkan fondasi bisnis pada: manusia, pelayanan, dan laba. Terinspirasi oleh pengalaman FedEx di atas, dapat dikemukakan prinsip dasar MSDM: 1. Memberi jaminan bagi stability of tenure; 2. Jaminan perlakuan yang adil; 3. Promosi (career development); 4. Kebijakan manajemen terbuka (transparansi); 5. Penelitian, feedback, dan feedforward dalam tindakan nyata; 6. Pembagian keuntungan yang proporsional. 21-Aug-14 19 Human Capital, e-Learning & Knowledge Management
  20. 20. Corporate Knowledge Management & e-Learning Djadja.Sardjana, S.T., M.M. Djadja@comlabs.itb.ac.id www.facebook.com/djadja, www.slideshare.net/djadja 21-Aug-14 Human Capital, e-Learning & Knowledge Management 20 Knowledge Management - Managing Tacit and Explicit Knowledge-4m
  21. 21. Learning Organization  “Organization where people continually expand their capacity to create the result they trully desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how learn together” (Senge, 1990) 21-Aug-14 21 Human Capital, e-Learning & Knowledge Management
  22. 22. Learning Organization • Strategies and initiatives for improving organizational effectiveness through emphases on developing the capabilities, capacities and qualities of the staff, and on approaches based on behaviors and attitudes, as well as skills, enhancement” (Pettinger, 2002) • Learning organization can mean an organization which learns and/or an organization which encourages learning in its people. It should mean both” (Robin, 1998) 21-Aug-14 22 Human Capital, e-Learning & Knowledge Management
  23. 23. LEARNING ORGANISATION 21-Aug-14 Human Capital, e-Learning & Knowledge Management 23 KMS & e-Learning Link to Corporate Strategy BuildingSharing Culture Collaborative Projects Rewards/ Punishment
  24. 24. Structure of Learning organization Classical Organization Learning Organization Institutions Routinized; static; maintain the current organizational structure Always in question; fluid; constantly changing; innovative Institutional Practices Following directions; Localized and fragmented thinking; workers responsible for own tasks; managers responsible for own section; Get the job done Explicit and shared mental modeling; systems thinking; shared vision; team learning; dialogue generatively; personal mastery; ask: ‘how should we get the job done?’ Culture All above institutional practices taken as givens Principles of the learning organization routinized to become unconscious action Growth and Change Static; lack of change Constant and continuous change * Adapted from Guthrie(1996)21-Aug-14 24 Human Capital, e-Learning & Knowledge Management
  25. 25. Five Disciplines Senge’s (1990) describe five disciplines that enable a company to become a learning organization Mental modeling Shared vision Personal mastery Team learning System thinking 21-Aug-14 25 Human Capital, e-Learning & Knowledge Management
  26. 26. Why a Learning Organization Resource based perspective: Better respond the environment by dynamic changes. Keeping up-to-date. Knowledge based perspective: Develop organizational memory particularly firm-specific knowledge (tacit knowledge). Importance of systems thinking: Better way to see wholes and relationships between the task components. • (Reigeluth, Pershing, & Park, 1998) 21-Aug-14 26 Human Capital, e-Learning & Knowledge Management
  27. 27. Knowledge Management (KM) Data: Factual information (measurements or statistics) Information: Meaningful form of data Knowledge: Understanding and/or using of information Knowledge management: A process of creating, capturing, and using knowledge to enhance organizational performance (Stacey, 2000) 21-Aug-14 28 Human Capital, e-Learning & Knowledge Management
  28. 28. Knowledge Transformation Process To Tacit Knowledge Explicit Knowledge From Tacit Knowledge Socialization (Sympathized Knowledge) Externalization (Conceptual Knowledge) Explicit Knowledge Internalization (Operational Knowledge ) Combination (Systematic Knowledge) * Adapted from Nonaka and Konno (1998) 21-Aug-14 29 Human Capital, e-Learning & Knowledge Management
  29. 29. Organization Target Value Proposition Approach Technology Results Chevron Reduce operating costs Communities of Practice (COPs), facilitate transfer of Best Practices Standardized Microsoft platform, Plumtree portal $2 billion reduction in annual operating costs (1991 vs. 1998) Cap Gemini Ernst & Young Faster revenue growth, lower costs COPs, central KM managers, content management Microsoft platform and Exchange 10-fold increase in revenue with 5-fold increase in employees Increased production from 1500 to 6000 bbl/day for customer Schlumberger Knowledge in the hands of employees and customers Technical COPs, intranet & extranet Web enabled Source: APQC, 2000 21-Aug-14 Human Capital, e-Learning & Knowledge Management 31 Results from KM & e-Learning leaders
  30. 30. KM & e-Learning Should be Linked to Corporate Strategies 21-Aug-14 Human Capital, e-Learning & Knowledge Management 32 Operational Middle Mgmt Top QCC QCC QCP QCP QLP OrganisationalAlignment MonitoringResults Intra-department Cross-functional Corporate Initiatives Vision Org. Impact Activity PlansAction QCC
  31. 31. ALL three elements should be tied up for all Corporate strategies…. 21-Aug-14 Human Capital, e-Learning & Knowledge Management 33 People Alignment Management Systems Corporate Objectives
  32. 32. Roll-Down The Objectives 21-Aug-14 34 Human Capital, e-Learning & Knowledge Management Top Management Middle Management Supervisory Management Employees / Workers Company Goals/Budget Department / Division Planning Section Planning/ Target Operational Target Annual / Bi-Annual Quarterly / Monthly Weekly / Monthly Daily / Hourly Reports Reports Reports Review Mtg Review Mtg Review Mtg
  33. 33. Management System As A Tool Management System is required to integrate all processes within the organisation in using their resources to achieve the organisation objectives. 21-Aug-14 35 Human Capital, e-Learning & Knowledge Management COMPANY OBJECTIVES MAN METHOD MACHINE MATERIAL Rp QUALITY MANAGEMENT SYSTEM
  34. 34. Collecting – Sharing knowledge & learning 21-Aug-14 36 Human Capital, e-Learning & Knowledge Management Sorting mechanism Filter of staff A Source X Source Y Source Z Filter of staff D Middle priority High priority Filter of staff C Filter of staff B Low priority Rules of the game (admin, manager) Resulting in quicker and more effective decision making
  35. 35. Formally incorporated into routine operations Knowledge sharing driven by personal motivation and beliefs Users recognize the advantages Utilized long enough to prove its benefit Fully implemented and operational People understand the inherent changes brought by KMS Users log on and use KMS regularly as part of their work Institutionalization Internalization Positive Perception Recommend to Others CommitmentL O Y A L T Y Awareness Interest Installation Repeated UseA D O P T I O N DegreeofSupport C O L L A B O R A T I O N Time Managing Change Is Key Process 21-Aug-14 Human Capital, e-Learning & Knowledge Management 37 Source : KPMG
  36. 36. KM & e-Learning Deployment Strategy 21-Aug-14 Human Capital, e-Learning & Knowledge Management 38 personal involvement situation-based involvement stimulus-based involvement driven by activators (probe/pilot) driven by users value (corporate-wide) driven by current needs (full-fledged systems)
  37. 37. IT Dept Targeted Division Company Mktg Operation etc. HR Finance Implementation Scheme  Intensive targetQCC Dept #2 Dept #nDept #1 QCC QCC 21-Aug-14 39 Human Capital, e-Learning & Knowledge Management
  38. 38. Kendala Penerapan KM & e-Learning 53% 20% 15% 9% 3% 0% 10% 20% 30% 40% 50% 60% Culture Immaturity of technology Immaturity of industry Cost Lack of need 21-Aug-14 Human Capital, e-Learning & Knowledge Management 40
  39. 39. Blend All Processes to Management Cycle 21-Aug-14 41 Human Capital, e-Learning & Knowledge Management Plan Check Do Action Establish the objectives and processes Implement the processes Take action to improve the processes Monitor and measure the processes
  40. 40. Why? • To expedite the implementation of company vision and strategy with precision. 21-Aug-14 42 Human Capital, e-Learning & Knowledge Management Corporate Business Operation Process Sub-proc Plan Do Check Action Kuesioner KM & Learning
  41. 41. eLearning “The use of technologies to create, distribute and deliver valuable data, information, learning and knowledge to improve on-the-job and organizational performance and individual development” (Dublin,2004) Elearning means the use of new multimedia technologies and the internet to improve the quality of learning” (European Communities, 2004) 21-Aug-14 43 Human Capital, e-Learning & Knowledge Management
  42. 42. eLearning Plays Role Acclimate to new job roles Work with a new product Adapt to a new corporate culture Work on a new project Learn a new bussiness project (IDC, 2001) 21-Aug-14 44 Human Capital, e-Learning & Knowledge Management
  43. 43. Growth in eLearning 2000 2002 2005 2006 $2.3 billion $6.6 billion $18 billion $23.7 billion (Gaither, 2004;IDC, 2001) 21-Aug-14 45 Human Capital, e-Learning & Knowledge Management
  44. 44. eLearning Growth Drivers Demand-Side Drivers • Greater Internet usage and ecommerce • Demand and Needs for continuous education • Need for flexible learning options • Economic turbulence and competition Supply-Side Drivers • Technology advances • Improved quality and offerings • Cost saving • Convenience time and place • Effective training content (IDC, 2001) 21-Aug-14 46 Human Capital, e-Learning & Knowledge Management
  45. 45. Comparison eLearning and traditional classroom Traditional Classroom eLearning Classroom Pysical, time and location dependent Unlimited, anywhere, anytime Content Textbook Video Projector slides Simple text, audio, animation, video, printed and online resources, collaboration Personalization One learning path Pace and path determined by learner (PrimeLearning, 2001) 21-Aug-14 47 Human Capital, e-Learning & Knowledge Management
  46. 46. Shift from Instructor-Led Training to eLearning (IDC, 2001) 21-Aug-14 48 Human Capital, e-Learning & Knowledge Management
  47. 47. Conditions for success Internal Marketing • Employees respond better to e-learning when it is promoted well in advance, and they feel prepared. Support • Employees value and respond to e- learning when they feel they have the necessary technical, subject matter, and managerial support. Incentives • Employees respond to e- learning when they can clearly see the value of what they will learn. (ASTD, 2001) 21-Aug-14 49 Human Capital, e-Learning & Knowledge Management
  48. 48. Case: IBM Basic Blue Challenge: Train managers scattered around the world (IBM has more than 30,000 managers in more than 50 countries). (Lewis & Orton, 2000) 21-Aug-14 50 Human Capital, e-Learning & Knowledge Management
  49. 49. IBM Basic Blue for Managers Survey: • Preference for classroom based learning over online learning Interview: • Online: Cognitive based development • Classroom: Behavioral skills Decision: • Hybrid model 21-Aug-14 51 Human Capital, e-Learning & Knowledge Management
  50. 50. Case: IBM Basic Blue • Relative advantage • Compatibility • Complexity • Trialability • Observability (Rogers, 1995) Conditions for learner acceptance 21-Aug-14 52 Human Capital, e-Learning & Knowledge Management
  51. 51. Case: IBM Basic Blue Advantage: • Concise and practical content • Easy and Instant access • Allow more higher order classroom discussion (experiential learning, case studies) Compatibility • Standard interface (Just content change) • Apply same language (Terminology) and practices 21-Aug-14 53 Human Capital, e-Learning & Knowledge Management
  52. 52. Case: IBM Basic Blue Simplicity • Formative evaluation on usability and navigations • No plug-ins • Modular content chunking Trialability • Allow free access with no personal tracking (Safe and comfortable) 21-Aug-14 54 Human Capital, e-Learning & Knowledge Management
  53. 53. Case: IBM Basic Blue Observability Initial focus on everyday practical skills Reflection on learner their own learning (increase awareness) 21-Aug-14 55 Human Capital, e-Learning & Knowledge Management
  54. 54. Case: IBM Basic Blue Strategies used: Community of practice (workshops) Online communicati on & collaboration Simple web design with allowing self- pacing Interactivity (simulations & learning- by-doing) eMentoring Online self- assessments and feedback 21-Aug-14 56 Human Capital, e-Learning & Knowledge Management
  55. 55. Case: IBM Basic Blue Results: • More than 4,000 managers have completed the training • Basic Blue won a 2000 American Society for Training & Development "Citation" Award • The program is expected to save IBM more than $100 million in 2010 21-Aug-14 57 Human Capital, e-Learning & Knowledge Management
  56. 56. Discussions & Enhancements Djadja.Sardjana, S.T., M.M. Djadja@bapinger.web.id www.slideshare.net/djadja 21-Aug-14 58 Human Capital, e-Learning & Knowledge Management
  57. 57. Thank you very much for your attention Djadja.Sardjana, S.T., M.M. Djadja@bapinger.web.id www.slideshare.net/djadja 21-Aug-14 59 Human Capital, e-Learning & Knowledge Management Educational Philosophy-1m48

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